Hiring

Diversifying the teaching profession has garnered attention from researchers, policy makers, and educational stakeholders. However, missing within this conversation is the role of school and district leaders in diversifying the teaching profession. We argue that without considering school and district leaders, diversity initiatives will not have a long-term systemic impact. Thus, this article fills in a gap in the literature on this topic. First, we provide a brief overview of the current racial and ethnic demographics of the teaching workforce and student population and discuss the barriers to recruiting and retaining a diverse teacher workforce. Second, we highlight the factors that have been found to influence the recruitment and retention of racial diversity of teachers at the pre-service and in-service levels. Lastly, we provide recommendations for school-based and district leaders on how they should plan for diversifying their teacher workforce.

It is not unusual that social discourses about different and diverse have often been in the shadow of a medical understanding of the normal, the average and the deviating or pathological. The classic norm from the end of the nineteenth century, based on the analytical difference between the normal and the pathological has been the basis of not only social differentiation and integration, but also of social practices for a long time, stepping into the field of the radical separation of the normal from the pathological, primarily with a strong reliance on a medical discourse. Persons with disabilities have long been labeled, marked, stigmatized as "the deviating", inappropriate, and unacceptable in relation to the established social-medical norm. The general medicalization of the Western society and the Western culture has its beginnings exactly in the typology and classification of persons who, by their appearance and behavior, deviate from the average. Today there are numerous mechanisms that enable overcoming the exclusion and isolation of persons with disabilities by their involvement in the community. One of the most important domains of this involvement is the right and the possibility of achieving work activity. The development and progress of civil society institutions can be also measured by the level of fulfillment of these rights. hiring people with disabilities employers training editor pavle milenković

The personality traits which include physical appearance in particular always matter once an organization goes for hiring new entrants. The principal point of this study is to comprehend the relationship of a candidate's physical appearance, qualification, dressing style, attractive communication skills, gender, and candidate's photograph on resume with the hiring decision taken by a manager. The findings of this paper reveal that decision of hiring managers does not necessarily based upon the physical attractiveness but is influenced by various other factors which include candidate's appearance, his/her dressing style and educational qualifications.

Given the rapid decline of teachers and school leaders after the Brown v. Board of Education decision, there has been an increased conversation on diversifying the educator workforce. Furthermore, little is known about the preparation of human resource officers (HROs) who share responsibility for teacher candidate selection and hiring. This study focuses on 12 HROs' views on how their formal education prepared them to hire a diverse educator workforce. Findings suggest that HROs did not receive adequate training in their educational leadership program on workforce diversity and hiring. This study provides implications for educational leadership programs that train school-based HROs.

Recruitment is a managerial function to enroll manpower to augment, replenish, and reinvigorate an organization's human resource base. As the entrepreneurial efficiency and the organizational efficacy depend on the human resources, it is imperative that the recruitment be done on scientific lines in a professional mode. Sadly, though for most part, the recruitment models in most Indian organizations, especially those in the public sector, lack the needed understanding and required sensitivity to further the cause. Barring honourable exceptions, the exercise of recruitment is perceived by those involved in it as an opportunity to further their own careers by heeding to 'referrals to favour' of the powers that be. In the absence of trained professionals, well-versed in the art of interviewing and the science of evaluation, the tendency is to induct more and more 'heads' into the selection panels. Given that, it is no wonder that such exercises invariably turn out to be more of interrogations rather than interviews. To start with, in most cases, the scheduled time for the selection process is woefully short for any meaningful appraisal of the number of invitees for an interview. Besides, the exigencies of official work of various members of the committee necessitate the scheduling of interviews for various vacancies in a panoramic setting. Capping it all is the lack of punctuality in commencing the 'show' at the appointed hour, which, in turn, results in either rushing through the rigmarole or prolonging it beyond the scheduled hours. Needless to say, all this, put together, stymies the course for the candidates to showcase their case-either they do not get a fair chance equitable assessment or by the time their turn comes, they become mentally sick to be in the proper frame of mind. After a seemingly eternal waiting, the candidate receives 'the call' and what follows in the haloed chambers is only matched by what had preceded in the waiting hall-a state of anxiety. That's not all, in an exhibition of the panel's indifference towards the prospective recruits; its members don't deem it fit to reveal their identities to the candidates. It is another matter though, on that fateful occasion, it would not have made any difference to the candidate for it is humanly impossible for any to place the positions of so many biggies. Overwhelmed by the imposing setting and overawed by the overbearing attitude of the prospective employers, the candidate can be hardly at ease in their overweening company. Thus, the stage would be set for the grand inquiry for the tone and tenor of the proceedings is more akin to a cross-examination than an interactive exercise. After the preliminary enquiries regarding the candidate's family background and academic qualifications, the accent shifts to some questioning on the specifics of the subject of his study and ends up with stray attempts to elicit his awareness of the current events. Whatever, the exercise is nowhere near a plan to ascertain the attributes or a strategy to elicit the aptitudes of the candidate but is merely done on an ad hoc basis, influenced as such by the factors of time, and the initial impression of the August members develop about him. The nature of questioning and the lack of continuity in the interview make even the candidate wonder whether the session did indeed bring his best to the fore; and then it is only left for him to cross his fingers and await the verdict. Be that as it may, an interview, on the other hand, is defined as the meeting of persons face to face, especially for the purpose of conference, and for that to have any meaningful outcome, it should be dialogue oriented. Whereas the question-answer session can be a pointer to the candidate's acquaintance with a given subject, only a dialogue could reveal his degree of awareness of it. Considerable skill and tact, however, are required on the part of the interviewers, first to initiate and then to guide the dialogue in such a manner as to fathom the candidate's personality traits and his perceptive abilities. As such specialist skills are not expected to be mastered by assorted departmental heads that are inducted into the selection panel, the

eople ith disabilites are employed at less than hal the rate o their non-disabled peers rErickson, Lee, von Schrader, 21oo0; and the ctrrent economic climate is makinn it even harder or people ith disabilites to obtain employment rKaye, 21o10. Dtrinn the stmmer and all o 21oo, Cornell University's Employment and Disability Instttte and the American Associaton o eople ith Disabilites rAA D0 collaborated on the development and implementaton o a strvey on ctrrent critcal isstes arotnd the employment o people ith disabilites. his research as tnded by the U.S. Department o Edtcaton atonal Instttte on Disability and Rehabilitaton Research or Cornell's Employment Policy or eople ith Disabilites Rehabilitaton Research and raininn Center. hree primary isstes ere addressed in the strvey: disability disclostre, leave as a reasonable accommodaton, and the tse o ob applicant screeners. hese are emerging issues that may have an important impact rpositve or nenatve0 on the employment o people ith disabilites. he experiences uncovered in this survey provide a otndaton or policy development around these very critcal isstes.

What do you need to do to get a job in this digital age?  Do you need a LinkedIn profile?  Are hiring managers looking for your personal brand?  Job-seekers in post-recession America struggle with these questions as hiring and the nature of work changes.  Even as unemployment rates begin to fall, contract and freelance work is on the rise, and job tenures are short– the current median tenure is 4.6 years. These changes in technologies and work follow a historical shift in how Americans understand the work contract.  Under contemporary capitalism, people increasingly see themselves in business terms:  they are the “CEO of Me”.  In this perspective, hiring resembles a business-to-business contract, a short-term connection centered upon solving market-specific problems.  To be employable you must represent yourself as a business of one, willing to temporarily assist other larger businesses. This raises new ethical challenges about what is a just work relationship.  It has not been an easy transition for many looking for jobs, especially when combined with all the new technologies for hiring. This book examines how applying for jobs has transformed in the past 30 years because of new media and new concepts of work.

T elephone call centers are an integral part of many businesses, and their economic role is significant and growing. They are also fascinating sociotechnical systems in which the behavior of customers and employees is closely intertwined with physical performance measures. In these environments traditional operational models are of great value-and at the same time fundamentally limited-in their ability to characterize system performance.

Game-thinking is beginning to appear in a wide variety of non-game contexts, including organizational support settings like human resource management (HRM). The purpose of this chapter is two-fold: 1) to explore the opportunities for game-thinking via gamification and serious games in HRM based on current and previous HRM literature and 2) to identify future research areas at the intersection of game-thinking and HRM. Prevailing HRM theories will be applied to the use of game-thinking in different sub-fields of HRM, including recruitment, selection, training, and performance management.n

Employer Branding is the new buzzword for marketers as well as in human resource management. Employer Branding is defined as "targeted, long-term strategy to manage the awareness and perceptions of employees, potential employees, and related stakeholders with regards to a particular firm. The strategy can be tuned to drive recruitment, retention, and productivity management efforts. "

SUMMARY. Many studies have shown that applicant attractiveness has a strong effect on hiring assessments and on
hiring decisions. However, these studies have rarely simultaneously measured the applicant’s aptitude and the job’s sextype
in the context of managerial jobs. This study investigated the role of stereotypes (applicant’s physical attractiveness
and gender) and of applicant’s aptitude on hiring decisions. Professional recruiters (N = 58) rated eight hypothetical
applicants based on their resume, which was varied according to a 2×2×2 design including three within-participants
variables (gender × attractiveness × high/moderate aptitude) and two between-participants variable (male/female job
sex-type; male/female recruiter). Recruiters used 9 scales to measure the applicant’s hirability, desirability and utility. The
analyses revealed significant main effects of applicant attractiveness and general mental abilities (GMA). For the male
sex-typed managerial job, men received higher ratings than women, and the opposite held for the female sex-typed
managerial job.

Hiring Principles and Practices for AECI "People are not your greatest assetthe right people are. The wrong people are your greatest catastrophe. Mediocre people are you greatest drain on resources. We may all have equal value as human beings but we don"t all bring equal value to the workplace (Anderson, 2008. Pg. 4)." For a company that prides its self on the slogan Right Tools, Right Method, Right People finding the right people is certainly one of the most important challenges facing AECI as an organization. The process of selecting people to hire has become one of the liveliest topics in the corporate world. Hundreds of books have been written on the topic. Thousands of hours have been spent in training seminars on the do"s and don"ts of hiring and yet many companies including AECI still find it difficult to recruit, hire, and transition new employees into the firm with success and consistency. This paper will examine AECI as well as successful hiring practices in three sections: AECI"s current hiring process, successful talent accusation and training principles from business professionals, and finally how these professional practices can be better implemented into AECI to overcome stumbling blocks that result in poor hires, productivity loss, and at times inadequate new employee training.

The objective of this paper is to look at employment services and labor market policies in the transition countries of Eastern Europe and Central Asia, and identify key benefits and constraints of active labor market programs, as well as the main characteristics and features of successful policy interventions. Various policy options are discussed on how to enhance public employment services but also private employment agencies which might be relevant to and suitable for the countries in the region given their macroeconomic and labor market situation. Overall, this report recommends that greater resources will be needed for active labor market programs (ALMPs) in the future. However, the emphasis should be put on improving the design and effectiveness of ALMPs, rather than on increasing spending levels only.

Academic jobs remain difficult to attain. Over the last few years, several colleagues have sought advice from me on how to approach an interview of a job search. My experience, both as a job applicant and as a member of over six academic search committees, can offer a comprehensive take on the academic interview process that candidates undergo for tenure-track positions. The following represents the notes of a talk that I gave to the Graduate Student Caucus at Loyola University of Chicago on how PhDs and academic job-seekers should engage the application and interview process: · How to present your story and fit for the job and academic community; · How to establish a relationship with the search committee; · How to prepare and engage in the interview process.

Knowledge is increasing its importance within the organizations during this century, as it is for the internet and social networks. Nowadays knowledge and social networks work together inside different divisions in almost any company. HR is one of the divisions in which knowledge and social networks are working together. Existing literature explains both how social networks are changing knowledge acquisition and management processes as well as hiring process, but there is no specific literature that explains how they are changing knowledge acquisition and management in the hiring process. This is what this paper wants to do, starting with a brief introduction of knowledge and knowledge acquisition, then analyzing social networks' role in it, introducing the different techniques of knowledge acquisitions and underlining the important role played by HR departments. Then, explaining how social networks changed HR departments, this paper will figure out how they are affecting knowledge acquisition in the hiring process, going deeper in any of its phases, focusing on the importance of passive candidates and talent recruitment. Finally, the paper will explain which are the main innovations introduced by social networks as well as the benefits they provide and the bias they generate.

This paper examines how the adoption of hiring algorithms expands gender inequality in the labour force. It hypothesises that, given its nature in predicting the future based on historical data, hiring algorithms exhibit the risk of discriminating women. Its proneness in repeating, if not expanding, societal bias is predominantly geared by its propensity in blindly feeding on (1) data misrepresentation, (2) correlational errors, and (3) the limitation of datasets. The study presents that, firstly, despite the identical qualifications, skills and experience, hiring algorithms rank male candidates higher than female. This includes ‘passive’ submissions on online candidate profiling. Secondly, despite the overrepresentation of women in parenthood and non-traditional workforce, hiring algorithms discriminate both male and female candidates with parental leave in comparison to those without. Thirdly, it reveals that hiring algorithms are significantly more prone to conceiving gender discrimination in assessing gender-based key-worded resumés compared to the entirely identical resumés. This paper has demonstrated that the rise of digitalisation should redefine the meaning of ‘fairness’, ‘discrimination’ and ‘accountability’. Despite the seriousness of these problems, however, the lack of cross-disciplinary study in this particular issue pertains. This paper’s contentions are a mere reprise of arguments that offer complex theories. It has sought to start a new conversation about the acute problems faced by women.

To increase innovative performance in work settings, most scholars agree that organizations need both an environment that is supportive of creativity as well as employees with high levels of creative potential. Substantial research effort has been aimed at understanding work contexts that facilitate creative thinking, yet less is known regarding how to most effectively recruit and hire creative talent. To fill this knowledge gap and guide future research efforts, we discuss the KSAOs most predictive of creative potential as well as the means and methods for assessing this potential. In addition, we explore the challenges to quantifying successful innovation, proposing that creative achievement represents a unique and specialized form of organizational perfor- mance. Supplementing this discussion we provide recommendations for obtaining high-quality, substantive criterion data. We conclude with a brief discussion on recruitment and long- term selection strategies for innovation.

An analysis of the organization and ethics of the Sparks Police Department which is located in Washoe County, Nevada and is east of adjoining Reno, Nevada. The study covers the demographics, crime stats, employment hiring, organizational structure, internal investigations and discipline.

Keeping front-line retail employees satisfied, and subsequently reducing their turnover, is important in retail management. This study introduces polychronic-orientation, or an employee's preference for switching between multiple tasks within the same time-block, as an employee trait with important implications for retail employee turnover. It demonstrates empirically that a polychronic-orientation has both direct (employee fit) and indirect (through fairness perceptions) effects on retail employee satisfaction. Moreover, by exploring these effects across career stages, polychronicity is revealed to be a stable and enduring trait but one whose impact is magnified in early stages of the retail career. Implications for hiring and employee education are derived.

Telephone call centers are an integral part of many businesses, and their economic role is significant and growing. They are also fascinating socio-technical systems in which the behavior of customers and employees is closely intertwined with physical performance measures. In these environments traditional operational models are of great value -and at the same time fundamentally limited -in their ability to characterize system performance.

Big Data simply refers to huge/enormous collection/sets of data which cannot be analyzed with our conventional tools and require specialized approach in order to access them and work on these data sets. Big Data has so much information at once that finding patterns and useful information can be a challenging task. But that's it's beauty, it can be used for finding recurring trends and patterns which then help in solving problems which don't seem to have solutions at hand.

Personnel systems and policies can have a substantial influence on the quality of local government. This paper shows that Japanese local governments provide stable and well-paid careers. Indeed, pay scales are slightly higher than those of central government staff. As a result, Japanese local governments have attracted good staff into their ranks and built up strong human resource capacity over time. Moreover, the tendency for a brain drain to the central government has been restrained. Also, the similarity of personnel systems across local government units has led to a convergence of skill bases across such units over time.

Personnel systems and policies can have a substantial influence on the quality of local government. This paper shows that Japanese local governments provide stable and well-paid careers. Indeed, pay scales are slightly higher than those of central government staff. As a result, Japanese local governments have attracted good staff into their ranks and built up strong human resource capacity over time. Moreover, the tendency for a brain drain to the central government has been restrained. Also, the similarity of personnel systems across local government units has led to a convergence of skill bases across such units over time.

Persistent concerns about college graduates' foundational skills for workforce preparedness compels educators to continue exploring ways to address them. Although effective communication is widely regarded as essential for entry-level professionals, which skills matter most may vary. Employers' satisfaction with communication skills also shifts over time. This study compares regional employers' and undergraduate business majors' satisfaction with given communication skills and their perceptions about various skills' importance. Results showed students rank importance and satisfaction similarly, and students' satisfaction with their skills exceeded employers'. Regressions showed student satisfaction with specific skills predict their perceived importance. Implications for curriculum development are discussed.

As the student population in U.S. public schools becomes increasingly ethnoracially diverse, many school districts and hiring
personnel have taken proactive approaches to recruiting teachers of color. The drive to diversify the teaching force is supported
by a range of academic and nonacademic outcomes for students of color. Yet, many districts struggle with the recruitment
and retention of teachers of color. One explanation for the slow pace of change, especially in districts with increasing
diversity in its study body, is the presence of durable and parochial social networks in schools and districts that privilege the
hiring of largely White alumni. Drawing on semistructured interviews with 65 participants in a small urban district and
applying the analytic lens of bonding social capital, we examined these entrenched patterns of parochialism, and the extent
to which parochial attitudes and behaviors intersect with race, to explain the incremental pace of change diversifying the
teacher workforce.

For those of you who haven’t noticed the shifting winds of higher education, certifications have been secretly creating an entire new industry that is layered between colleges and employers. While they don’t compete directly with colleges, they’re quickly rising in importance, as a preferred form of credentialing, one that is highly adaptable, outside of governmental controls, where companies can provide far more input.
Businesses today care far less about someone’s degree or underlying coursework, and far more about whether they’ve been able to pass the necessary certification tests.
The timing is perfect because a growing chorus of people have been asking, “is a college degree really worth it?”
Americans now owe over $1.56 trillion in student loan debt, spread out among 44.7 million borrowers. That’s roughly $521 billion more than the total U.S. credit card debt.
Yet, it’s not just about the money. On the surface, highly paid engineers and financial managers still make tons of money. The true cost-to-benefit analysis needs to focus more on the “half-life of a skillset.”
For this reason, certifications are shining a spotlight on urgently needed skills that universities never saw coming. What makes matters worse is traditional colleges have virtually no ability to quickly adapt to these new markets.
We have been operating under the delusion that anything we learn early in life will benefit us for a lifetime. That wasn’t true for the mandatory calculus courses I struggled with many years ago, and it won’t be true for many of today’s less-than-useful courses that receive “mandatory” designations by universities today.
Our entire education system has been formed around a “just in case” mindset so students can be prepared for whatever situation they run into, “just in case” they need it.
But with education, we’re aiming at a moving target.
Med students, lawyers, and others pursuing advanced degrees will often spend 7-10 years in pursuit of their dream job, which will likely morph into something totally different by the time they get there.
The combined cost of both the time and tuition leaves many with a staggering amount of debt. The rationalization for college loans often takes the form of, “surely I can earn my way out of this massive debt I’m creating!”
Since 11.5% of student loans are delinquent, that statement has not been true for over 5 million students, and likely 2-3 times that many are struggling to stay ahead.
Until recently, college degrees were the only game in town. Yes, a person could start their own business, write a best-selling novel, or become a Hollywood actor or actress, but those odds were even less with no clear path for getting there. College degrees offered a clear path to a well-respected accomplishment, even if it didn’t work out as planned for everyone.
That was so yesterday!
Today there are a number of certifications that can be gained in far less time, for far less money, and a person’s overall earning powers can more than double.

Susan Haack, “Out of Step: Academic Ethics in a Preposterous Environment.”

Abstract: Doing our work as professors responsibly and well requires good character; more specifically, it requires such virtues as industry, persistence, judgment, honesty, focus, a realistic sense of what is feasible, impartiality, independence, consideration, and courage—all of which are needed in teaching, in research, and in such other activities as editing, presenting papers, refereeing, participating in hiring decisions, etc. Sadly, recent changes in the academic environment—the growth of a new class of professional academic administrators, the ever-increasing insistence on publication for career advancement, growing emphasis on grants and research projects, and focus on “rankings”—are systematically eroding these key academic virtues.

Key words: academic virtues, industry, persistence, judgment, honesty, focus, realism, impartiality, independence, consideration, courage, university administration, decline of academic culture.

Personnel systems and policies can have a substantial influence on the quality of local government. This paper shows that Japanese local governments provide stable and well-paid careers. Indeed, pay scales are slightly higher than those of central government staff. As a result, Japanese local governments have attracted good staff into their ranks and built up strong human resource capacity over time. Moreover, the tendency for a brain drain to the central government has been restrained. Also, the similarity of personnel systems across local government units has led to a convergence of skill bases across such units over time.

This critical analysis examines the human resource (HR) policy of no-nicotine hiring at a healthcare organization in the United States. The paper begins with a history of tobacco use and the smoking trends in the U.S. The social acceptance of tobacco use declined once the harmful effects of the product were scientifically proven. The paper discusses the attempts of workplaces, specifically that of a U.S. healthcare organization, to reduce nicotine use among employees. The organization’s policy of a smoking ban is explained, as well as the later policy of refusal to hire a candidate who tests positive for nicotine. Employee reactions to the policies are shared.

This article is about increasing or accruing hiring capability and is a good read for everyone interested in Human Resource, especially the recruiting protagonists. This article discusses about what exactly recruiting is and over the years it saw drastic changes and is still practised with great flair and will continue so. Few tips or principals are being shared following which will ease up the process of recruiting and bring in more positive and correct candidates to the firms. Strategies that are practised by FMCG Job Consultants in Chandigarh and Recruitment Agencies in Mumbai are highlighted.

Evolution of Talent Acquisition

The evolution of recruitment as a function has been fascinating. The traditional recruitment involved recruiting over long timelines and use of print advertising (post, spray and pray). Process superseded end-result and the idea was to ensure right headcount. Later recruitment saw the shift to online and e-recruitment. The offline post-spray-pray of recruitment advertisements was complimented with online post-spray-pray of attracting candidates. The traditional recruitment and online recruitment existed side-by-side. The next version of recruitment was a considerable advancement over the previous versions. While the older forms of recruitment focused on the active job seekers and aimed at attracting them, the newer version of recruitment focused also on the passive job seekers. The passive job seekers are those who are not actively looking for a change of job but are precious talent who can be converted. The newer version of recruitment also saw the recruitment going social or in other words, social media recruitment. The use of social networking platforms like LinkedIn, Twitter saw recruiters connecting to professionals over social networks and attracting talent. The focus shifted from process to end-result. No more headcount is enough. Talent acquisition was the need of the hour.

Today all these versions interestingly co-exist, although there is increasing shift towards talent hiring. Employer branding has become all the more important. The next shift of recruitment is even more transformational and aims for the very first time to convert recruitment from a cost centre into a profit centre. What many times is dubbed as the fourth version of recruitment or recruitment 4.0 believes in the power of the network. It involves crowdsourcing and Gamification. The traditional job boards and job agencies lose significance. The recruitment also looks beyond recruiting traditional employees to recruiting talent over the network who connect, do the job and disconnect. The process follows an open call format i.e. being open to virtually anyone in the world. The volunteering workers join, connect over the network and do the job. This is known as crowdsourcing. ‘This depends on building and nurturing a “qualitative” community, a strong employment brand, vibrant social networks, mapped competitors, and putting in place a predictable talent pipeline for key hiring channels’ (Jeffery, 2011) (Foxall, 2013) (McClure, 2011) (Haterd, 2011). ‘Simply defined, crowdsourcing represents the act of a company or institution taking a function once performed by employees and outsourcing it to an undefined (and generally large) network of people in the form of an open call. This can take the form of peer-production (when the job is performed collaboratively), but is also often undertaken by sole individuals. The crucial prerequisite is the use of the open call format and the large network of potential laborers’ (Howe, 2006).

Technology continues to impact hiring in a big way. The war for talent on one hand makes it imminent for companies to find newer and better ways of acquiring talent. On the other hand there is a continuous pressure to reduce cost and improve the ROI on recruitment. In short, can technology help to improve the rigour and effectiveness of hiring and help in acquiring better talent at a lower cost? The more a company can do that, the greater advantage it has over its competitors. Better talent at a lower cost means even more in knowledge intensive and tech-skills intensive industry like Information Technology. IT Project-based organizations are increasingly transitioning to fully automate hiring using automation and artificial intelligence. The possibility of reducing human involvement and let machines take over the hiring initially in screening resumes and then in conducting selection tests and then even in scheduling interviews and finally conducting interviews and making offers (Nagy, 2013) (Paesani, 2013) (Jibe, 2015) (Rosenblum, 2015) (Faliagka, et al., 2012).

The aim of the study was to assess the predictive value of known risk factors of asthma, such as atopy, exposure to pet allergens at home, and tobacco smoking, in predicting the occurrence of occupational respiratory allergy due to high-molecularweight allergens. Methods: A questionnaire study, skin-prick tests (SPTs) for common and occupational allergens, and evaluation of total and-in selected cases-specific IgE, were performed in 357 apprentice bakers before and after a year of vocational training. Results: Mean age of examined subjects was 17.2±0.5 years. The prevalence of newly developed symptoms was 7% for rhinitis, 3.1% for chest symptoms, and 3.6% for skin symptoms. The frequency of at least one positive SPT result changed from 17.9% to 24.4% after the 1st year of vocational training, including SPTs for common allergens-from 16.8% to 22.7%, and for occupational allergens-from 2% to 8%. The proportion of subjects with elevated total IgE level increased from 38.7% to 44.3%. Generally, after a year of vocational training 9.2% of examined subjects presented hypersensitivity to occupational allergens. Logistic regression analysis revealed that positive results of SPTs for common allergens (odds ratio (OR) =4.4; 95% confidence intervals (CI) 1.9, 10.27) and elevated IgE level (OR=3.6; 95%CI 1.55, 8.57) were significant risk factors of hypersensitivity to occupational allergens. Conclusions: In apprentice bakers hypersensitivity to occupational allergens develops even during vocational training. SPTs for common allergens, performed before apprentices started their vocational training, would enable the identification of subjects at the highest risk of sensitisation to occupational allergens.

Ana López es una recién graduada universitaria, nacida y crecida en los Estados Unidos; va a una entrevista de trabajo en Londres. El trabajo consiste en hacer parte de un equipo intercultural en otros países. Durante la entrevista le hacen preguntas que la dejan estupefacta: ¿Cuántos años tiene? ¿Tiene novio? ¿Cómo se gana la vida su padre? ¿Qué hace su madre? Su entrevistador inglés le aclara que él sabe que en los Estados Unidos no podría hacer esas preguntas en una entrevista de trabajo, pero que según las leyes británicas esas preguntas sí se pueden hacer. Al final, ella se pregunta si actuó de forma adecuada en esa situación, o si tenía mejores opciones.

Expectations, which are beliefs about a future state of affairs, constitute a basic psychological mechanism that underlies virtually all human behavior. Although expectations serve as a central component in many theories of organizational behavior, they have received limited attention in the organizational justice literature. The goal of this paper is to introduce the concept of justice expectations and explore its implications for understanding applicant perceptions. To conceptualize justice expectations, we draw on research on expectations conducted in multiple disciplines. We discuss the three sources of expectations -direct experience, indirect influences, and other beliefs -and use this typology to identify the likely antecedents of justice expectations in selection contexts. We also discuss the impact of expectations on attitudes, cognitions, and behaviors, focusing specifically on outcomes tied to selection environments. Finally, we explore the theoretical implications of incorporating expectations into research on applicant perceptions and discuss the practical significance of justice expectations in selection contexts.